Building Capacities For Learning Organization
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Building Capacities For Learning Organization

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This is a question I get asked often? What does it take to build a Learning Organization. How you enjoy this.

This is a question I get asked often? What does it take to build a Learning Organization. How you enjoy this.

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Building Capacities For Learning Organization Building Capacities For Learning Organization Presentation Transcript

  • THINKING STRATEGICALLY ABOUT BUILDING LEARNING ORGANIZATIONS Sheila Damodaran Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010 1
  • The Kaniza Triangle 2 Do you see a bright triangle resting on top of three circles and also a second triangle with black edges? Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010
  • WHAT DOES THIS MEAN WHEN WE WORK IN ORGANIZATIONS? Is it possible: -We see things that are not there? -We do not see things (that are there)? Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010 3
  • Case I: Manpower Shortage FIRST VIEW: YET THE SYSTEMIC VIEW AND WHAT WE SEE OUR REACTIONS LEVERAGE IS: High attrition Recruitment programmes Low morale Welfare programmes Not enough men Time in classroom on the ground Blame on Dialogue sessions management and Persons' Quitting Level of Mistakes supervisors Needing to cut Curriculum Review Level of Impact on time in classroom Confidence one's Ego Not enough men Overtime or on the ground frequent shifts Blame on officers Supervisory actions 7/22/2010 4 Based on the works of "The Fifth Discipline" by Peter Senge
  • Case II: Too Much Workload FIRST VIEW: YET THE SYSTEMIC VIEW AND WHAT WE SEE OUR REACTIONS LEVERAGE IS: Unable to attend Increase training training KPIs S Perceive Service Quality Level of Level of instructions to set aside current complainants as training urgent files file S troublemakers O O Blaming the Dialogue else, Level of Time available for complaints current file supervisors punitive O S Succumbing to Scrutiny by Complainants Quality accorded happiness to current file mistakes inspectorate S No time for family Needing to appease wife Sense of caught in a Depression downward spiral 7/22/2010 5 Based on the works of "The Fifth Discipline" by Peter Senge
  • WHAT DID WE LEARN? Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010 6
  • WHAT PREVENTS US FROM APPLYING THE SYSTEMS VIEW TO OUR PROBLEMS? Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010 7
  • What is a Learning Organization?  The ideas of Learning Organization is intended to help us do one thing! By learning the practices and principles of the five disciplines, teams begin to understand how we think and therefore interact with each other to make sense of and create results that matter in our realities 7/22/2010 Based on the works of "The Fifth Discipline" by Peter Senge 8
  • New skills / capabilities 9  Aspiration: Orient towards what they care about  Reflection and conversation: Reflect on deep assumptions and patterns of behaviour  Systems Thinking: See larger systems and forces at play and to test these views Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010
  • 10 Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010
  • Deep beliefs and assumptions in a Learning Organization 11 BEFORE AFTER  We believe that a person  We see the invisible thread (causalities) must be “in control” to be that weave our realities together and effective. Lose control, instantly recognize our interrelatedness take over control of them (cause and consequences)  We embrace the  We become more willing to reveal our analytical approach to uncertainties, to be ignorant, to show answer all life’s problems incompetencies because they free our  Belief that plans well- capacity for curiosity, wonder and thought out is adequate. learning.  We develop a deep confidence within  Culture based on fragmentation, us and begin to see that we have far compromise, defensiveness greater latitude to shape our future. and fear  Aware of uncertainties of life  People living with integrity, openness, commitment and collective intelligence Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010
  • New attitudes / beliefs / practices 12  This does not happen quickly. When it does, it represents change at the deepest level in an organizational culture. It is irreversible and therefore does NOT go back to the old ways!  We think we can change culture by simply declaring new values (e.g. we espouse empowering, but an attitude of “they won’t let us do it” prevails). Such things produce cynicism when nothing happens.  As experience changes, deep beliefs and assumptions change and when this happens, culture changes naturally. Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010
  • ARCHITECTURE OF LEARNING ORGANIZATIONS Without the work of skilled and committed architects, they can never begin. We need the shell to begin! 7/22/2010
  • Supposing you are building a new school, what do you need? 14 KNOWING WHAT YOU CARE TO CREATE: Overarching Ideas (how the school building looks and how it could support the learning we desire to occur) •Deep appreciation for the five disciplines PRACTICE: Materials (needed for the construction, wood, cement, UNDERSTANDING: etc.) Theory/Methods/ Tools •Drawing the archetypes (to design & eventually •Uncovering frames build the physical •Discovering aspirations structure) •Seeing our systemic-ness •Learning the 60 tools and therefore leverage •Discovering our belief in others actions to turn all realities •Discovering our patience around sustainably Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010
  • Tips 15  Must focus on all three, or the triangle collapses  Leaders articulate the guiding ideas to which they stay committed, else the effort is abandoned when something hot comes along.  Without the tools, theories, methods efforts at change remain superficial.  Without infrastructure, people have neither the opportunity nor resources to pursue their visions or apply the tools  They lose faith not just in the organization, but in the idea of learning. Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010
  • Preparing the soil & developing the seeds 16  Many of the methods and tools of learning organization will fail without changes in traditional guiding ideas of management.  New guiding ideas on the leaders’ work impossible to instill without commitment to methods / tools. Based on the works of "The Fifth Discipline" by Peter Senge 7/22/2010